Theories and Models of Organizational Development

7/28/2019 Theories and Models of Organizational Development

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Theories and Models of Organizational Development

Thus far in the paper, one can understand the baseline evolution of OD. This section will

summarize key parts of some of the theories and models that have remained in tact since the

launch of this new and fascinating field. After a brief presentation of these theories and models,

an analysis of social, political, economical, and interpersonal influences towards OD will be

presented.

Kurt Lewin and Followers

One applicable and active theory of organizational development and change is the

equilibrium theory as developed primarily by Lewin. In essence this theory finds the balance

point between desirable and non-desirable behaviors that OD practitioners and

industrial/organizational psychologists use to move the equilibrium point to one side or the other

to gain ideal results. As an initial concept from the early 1940s todays practitioners will find

that Lewins concept is useful for thinking about the dynamics of change situations (French and

Bell, 1999, p. 82). Finally, Lewins second idea mirrors the first in the basic idea that the

behavior can be moved by unfreezing, moving, and freezing certain behavioral traits found

within the change process. Ronald Lippitt, Jeanne Watson, and Bruce Westley later introduced

Lewins second theory broken down into seven stages that affords practitioners the ability to

narrow in better on the consulting process of organizational development.

The Burke-Litwin model of organizational change

Another approach of organizational development is that founded by researchers Warner

Burke and George Litwin. The Burke-Litwin model of organizational change became the

foundation of what is now known as transactional and transformational leadership. This model

helps OD practitioners define areas of first-order and second-order change. The premise of the


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Burke-Litwin model is this:OD interventions directed toward structure,managementpractices,and systems(policies and procedures)result in first-order change;interventionsdirected toward mission and strategy,leadership,and organization culture result in second-orderchange (French and Bell, 1999, p. 77). Through this model organizations can split the needed

changes between task related needs and non-tangible needs. One of the primary challenges of

the Burke-Litwin model is the difficulty in using the model to apply to individual behavioral

development within an organization.

Porras and Robertson model of organizational change

Contrary to the last model this paper reviews, the Porras and Robertson model focuses on

individual behavior. The models premises suggest that by focusing on individual behavior the

overall disposition of the organization can be impacted. French and Bell (1999) agree with

researchers that through focusing on what is expected, required, and rewarded OD practitioners

can obtain the desired work behaviors (p. 79).

The next few theories and models have been under research for several years. Each of

them ties in with the previous theories identified in this paper in one way or another. However,

the following theories seem to be focused towards more contemporary and even futuristic model

of thinking.

Systems theory

This theory identifies that organizations are open systems that exchange with the

environment (French and Bell, 1999, p. 82). The systems theory first came about in 1950 under

the direction of Ludwig von Bertalanffy. In most cases organizations work in an input and

output environment and as open systems they communicate with the environment. As such they

can be receptive to changes needed from feedback from their environment. In todays fast paced


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global marketplace organizational development under the systems theory is very common. One

of the risks of such an approach could be the inability to gather data from the top three areas that

feed such an approach.

Participation and empowerment

Another approach to OD is through the use of sharing power throughout the

organization. Many successful customer service organizations use this approach. A very

popular example of the participation and empowerment is the ability for Zappos.com

representatives to do, basically, whatever it takes to satisfy the customer. OD designs with this

approach are specifically designed to increase participation of organizational

members. According to French and Bell (1999) the primary goal is to,involve all those who are

part of the problem or part of the solution, and Have decisions made by those who are closest

to the problem (p. 88). As a result the organization can have better chances of becoming leaders

in their industries.

Teams and teamwork

The final model of OD this paper will summarize is that the teams and teamwork. Teams

and teamwork have been around for a long-time; however, the approach to OD through teams

and teamwork is relative modern. Work teams are the building blocks of organizations (French

and Bell, 1999, p. 91). As a result work teams, teamwork are some of the most popular findings

in todays organizations. The power of teams and teamwork has been primarily found in the

social interactions team members have with one another. However, research is still being

completed to understand why some teams are successful while others are still striving for the

power found in teams.

The Driving Forces of Organizational Development


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Although there are several approaches, theories, and models of organizational

development the driving forces of social, political, economical, and inter-personal remain

intact. Bradford and Burkes (2005) interview with Jerry L. Porras discusses some of the history

and driving forces behind organizational development (p. 51). One will agree that with todays

organizational needs the driving force behind OD is more complex than ever before. The United

States social systems are more integrated, political views are in turmoil, and the economy

remains unstable. As a result, those theories outlined in this paper are critical to review and

understand so that better hybrid solutions can be developed to meet the needs of organizations of

the future.

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Theories and Models of Organizational Development